Letters to the editor

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you have any comments or views on articles that have appeared in globalhr or on
the global HR profession in general? If so, write to the editor at: globalhr,
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E-mail: globalhr.magazine@rbi.co.uk

In
the next issue of globalhr we’re giving away a Casio E-125 pocket pc to the
writer of the letter of the month.

Fun
at work has a significant impact on staff motivation, team building, innovation
and productivity. But not all organisations have the workplace flexibility of
those profiled in the article, Making Fun of Work, in the February/March issue
of globalhr. Many companies have customer-facing staff who need to reflect
their brand, and while scooters may well be fun, they will not fill a customer
with confidence or trust in your ability.

But
the good news for staff who face customers is that there are other ways for
companies to create a fun work culture: corporate clothing and uniforms play an
important part in communicating brand values, making staff feel valued and
instilling confidence in the service they are providing. Looking good is
intrinsically linked to feeling good, and positive mind-sets make for a happy
and motivated workforce.

I
read Simon Kent’s piece on inpatriation in the February/March issue with
interest. Fascinating isn’t it that firms assume people moving to other
countries need support, yet those moving into their own can fend for themselves.

I
represent the Overseas Moving Network International (OMNI), a network of 270
moving companies worldwide that collectively handle a significant proportion of
the world’s corporate moves. We work with people who are experiencing the
trauma of relocation and something that is often overlooked is the simple, yet
totally disabling, homesickness. Homesickness is a strange syndrome. It can
affect anyone of any age and seems not to be related to distance or, strangely,
circumstances. It’s just a craving for the familiar. It feels like recovering
from a broken love affair and the flu at the same time.

I
recall my early years at school in a poor community. Home for many was a hard
place, yet when they started school, despite being warm, well-fed, comfortable
and cared for – they cried for their mothers!

For
relocating employees the feelings can be similar. Their new company looks after
their every need: nice house, great car, good schools and elaborate integration
policies to help them get to know their new country. But the arrogance of
believing that your own country must offer all that an inpatriate might need
has to be misguided.

Homesickness
is the hidden threat. It is not "macho" to admit to being a sufferer,
so executives often suffer in silence or make excuses for their malcontent.
Even their spouses avoid discussing their own feelings for fear of being
thought "silly".

No
matter how high-powered or self-reliant an executive might appear to be,
homesickness can and does destroy assignments and destroy lives. Companies
would be wise to address it specifically before it’s too late.

Steve
Jordan
PR Consultant, OMNI World
Surrey, UK

Training
test

The
article Horses for Courses in the February/March issue highlights the growing
trend for a creative approach to training and development. As a result,
unorthodox development programmes such as storytelling, listening to music or
learning on-line are on the increase.

Not
everyone would feel comfortable working with horses, but innovative approaches
do facilitate learning, as they usually involve a high degree of participation
and allow for different learning styles. Such products can help to build teams,
improve communication skills, enhance relationship management, and create
synergy and energy within an organisation.

While
it certainly is possible to see things differently by experiencing a new
environment, the extent to which one can assume that a person’s behaviour and
their influence on a horse can be compared to interaction with colleagues in
the workplace is open to question.

The
key question for HR professionals is how to chose from the wide range of
creative training and development products on the market. The ideal approach is
to examine the organisation’s business needs and its leadership capability
while ensuring that the product selected fits with the culture.